Transcript Communication and Management

Communication and Management
• Communication
– The sharing of information between two or
more individuals or groups to reach a common
understanding.
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Communication and Management
• Importance of Good Communication
– Increased efficiency in new technologies and
skills
– Improved quality of products and services
– Increased responsiveness to customers
– More innovation through communication
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The Communication Process
• Phases of the Communication Process:
– Transmission phase in which information is shared
by two or more people.
– Feedback phase in which a common
understanding is assured.
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The Communication Process
Figure 16.1
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Question?
What part of the communication process has
the sender translating the message into
symbols or language?
A. Message
B. Encoding
C. Decoding
D. Feedback
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The Communication Process
• Sender – person wishing to share
information with some other person
• Message – what information to
communicate
• Encoding – sender translates the message
into symbols or language
• Noise – refers to anything that hampers any
stage of the communication process
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The Communication Process
• Receiver – person or group for which the
message is intended
• Medium – pathway through which an
encoded message is transmitted to a receiver
• Decoding - critical point where the receiver
interprets and tries to make sense of the
message
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The Communication Process
• Feedback phase is initiated by the receiver
• Receiver decides what message to send to the
original sender
• Feedback eliminates misunderstandings,
ensures that messages are correctly
interpreted
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Verbal & Nonverbal Communication
• Verbal Communication
– The encoding of messages into words, either
written or spoken
• Nonverbal
– The encoding of messages by means of facial
expressions, body language, and styles of dress.
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The Role of Perception in
Communication
• Perception
– process through which people select, organize,
and interpret sensory input to give meaning and
order to the world around them
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The Role of Perception in
Communication
• Biases
– systematic tendencies to use information about
others in ways that can result in inaccurate
perceptions
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The Role of Perception in
Communication
• Stereotypes
– often inaccurate beliefs about the characteristics
of particular groups of people
– can interfere with the encoding and decoding of
messages
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The Dangers of Ineffective
Communication
• When managers and other members of an
organization are ineffective communicators,
organizational performance suffers and any
competitive advantage the organization might
have is likely to be lost
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Information Richness and
Communication Media
• Managers and their subordinates can
become effective communicators by:
– Selecting an appropriate medium for each
message—there is no one “best” medium.
– Considering information richness
• A medium with high richness can carry much more
information to aid understanding.
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Information Richness
• The amount of information that a
communication medium can carry
• The extent to which the medium enables
the sender and receiver to reach a common
understanding
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Information Richness of Communication Media
Figure 16.2
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Communication Media
• Face-to-Face
– Has highest
information
richness.
– Can take advantage
of verbal and
nonverbal signals.
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Communication Media
• Face-to-Face
– Provides for instant feedback.
– Management by wandering around takes
advantage of this with informal talks to workers.
– Video conferences provide much of this richness
and reduce travel costs and
meeting times.
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Communication Media
• Spoken Communication Electronically
Transmitted
– Has the second highest information richness.
– Telephone conversations are information rich
with tone of voice, sender’s emphasis, and quick
feedback, but provide no visual nonverbal cues.
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Communication Media
• Personally Addressed Written
Communication
– Has a lower richness than the verbal forms of
communication, but still is directed at a given
person.
– Personal addressing helps ensure receiver
actually reads the message—personal letters and
e-mail are common forms.
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Communication Media
• Personally Addressed Written
Communication
– Does not provide instant feedback to the sender
although sender may get feedback later.
– Excellent media for complex messages requesting
follow-up actions by receiver.
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E-Mail Dos and Don’ts
• E-mail allows telecommuting employees to work
from home and keep in contact.
• The use of e-mail is growing rapidly and e-mail
etiquette is expected:
– Typing messages in all CAPITALS is seen as “screaming”
at the receiver.
– Punctuate your messages for easy reading and don’t
ramble on.
– Pay attention to spelling and treat the message like a
written letter.
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Communication Media
• Impersonal Written Communication
– Has the lowest information richness.
– Good for messages to many receivers where
little or feedback is expected (e.g., newsletters,
reports)
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Communication Media
• Many managers do not have time to read all
the electronic work-related information
available to them
• Problem with information overload is the
potential for important information to be
ignored or overlooked
• Can result in lost productivity
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Communication Networks
• Communication Networks
– The pathways along which information flows in
groups and teams and throughout the
organization.
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Communication Networks
• Type of communication network depends on:
– The nature of the group’s tasks
– The extent to which group members need to
communicate with each other to achieve group
goals.
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Communication Networks in
Groups and Teams
Type of Network
Wheel Network
Information flows to and from one central
member.
Chain Network
Members communicate only with the people next
to them in the sequence.
Wheel and chain networks provide little interaction.
Circle Network
Members communicate with others close to them
in terms of expertise, experience, and location.
All-Channel
Network
Networks found in teams with high levels of
communications between each member and all
others.
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Communication
Networks in
Groups and
Teams
Figure 16.3
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Organization Communication
Networks
• Organization Chart
– Summarizes the formal reporting channels in an
organization.
– Communication in an organization flows
through formal and informal pathways
– Vertical communications flow up and down the
corporate hierarchy.
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Organization Communication
Networks
• Organization Chart
– Horizontal communications flow between
employees of the same level.
– Informal communications can span levels and
departments—the grapevine is an informal
network carrying unofficial information
throughout the firm.
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Formal and Informal Communication
Networks in an Organization
Figure 16.4
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Technological Advances in
Communication
• Internet
– Global system of computer networks that is easy
to join and is used by employees to
communicate inside and outside their
companies
• World Wide Web (WWW)
– “Business district” with multimedia capabilities
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Technological Advances in
Communication
• Intranets
– A company-wide system of computer networks
for information sharing by employees inside the
firm.
• Advantages of intranets
– Lies in their versatility as a communication
medium
– Can be used for a number of different purposes
by people who may have little expertise in
computer software and programming
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Barriers to Effective Communication
– Messages that are unclear, incomplete, difficult to
understand
– Messages sent over an inappropriate medium
– Messages with no provision for feedback
– Messages that are received but ignored
– Messages that are misunderstood
– Messages delivered through automated systems that
lack the human element
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Communication Skills for Managers
as Senders
–Send clear and complete messages.
–Encode messages in symbols the receiver understands.
–Select a medium appropriate for the message and,
importantly, one that is monitored by the receiver.
–Avoid filtering (holding back information) and distortion
as the message passes through other workers.
–Include a feedback mechanism in the message.
–Provide accurate information to avoid rumors.
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Communication Skills for Managers as
Senders
• Jargon
– specialized language that members of an
occupation, group, or organization develop to
facilitate communication among themselves
– should never be used when communicating with
people outside the occupation, group, or
organization
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Discussion Question?
What is the most important communication skill
for managers?
A. Be a good listener: don’t interrupt
B. Be empathetic
C. Ask questions to clarify your understanding
D. Understand linguistic styles
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Communication Skills For Managers as
Receivers
– Pay attention to what is sent as a message.
– Be a good listener: don’t interrupt.
– Ask questions to clarify your understanding.
– Be empathetic: try to understand what the sender
feels.
– Understand linguistic styles: different people speak
differently.
– Speed, tone, pausing all impact communication.
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